The successful achievement of any ‘transformation’ goal depends more on the engagement and enablement of people than the deployment of technology. And in an ever more deeply interconnected future, it is essential to develop a systems view, and an integrated approach to transforming business models to support 'transformation as usual'.
A wide range of business decisions are often conflated under the umbrella of 'change and transformation'. A new framework suggests the differentiation is whether the outcome required is a change in Magnitude, Activity or Direction, aligning neatly to Core, Adjacent or Transformational innovation ambition.
Do you know what your source of strategic competitive advantage is today? Moreover, do you know whether that will that be sustainable and sufficient to support your strategic goals in your future operating context? And if not - which is likely - what new sources you will need to develop?
Well designed and executed, connected strategies can enhance customer experience, boost operational efficiencies and lower costs, whilst higher digital trust correlates with higher revenue. Businesses must both understand the extent to which constant connection and the possibilities it enables is desired, and enhance their digital trust credentials.
In a world characterised by complexity and exponential change, it is incumbent on leaders to interrogate and anticipate the nature and risks of the wave of new technologies ushering in the fourth industrial revolution, and to consider the role their organisations play in harnessing their potential for the benefit of our resource-constrained planet and societies.